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Feedback Ratings (feedback + rating)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	66%

Selected Abstracts

CAN WORKING WITH AN EXECUTIVE COACH IMPROVE MULTISOURCE FEEDBACK RATINGS OVER TIME?

PERSONNEL PSYCHOLOGY, Issue 1 2003
A QUASI-EXPERIMENTAL FIELD STUDY
This study examined the effects of executive coaching on multisource feedback over time. Participants were 1,361 senior managers who received multisource feedback; 404 of these senior managers worked with an executive coach (EC) to review their feedback and set goals. One year later, 1,202 senior managers (88% of the original sample) received multisource feedback from another survey. Managers who worked with an EC were more likely than other managers to set specific (rather than vague) goals (d= .16) and to solicit ideas for improvement from their supervisors (d= .36). Managers who worked with an EC improved more than other managers in terms of direct report and supervisor ratings, however, the effect size (d= .17) was small. [source]

360 Degree Feedback and Developmental Outcomes: The Role of Feedback Characteristics, Self-Efficacy and Importance of Feedback Dimensions to Focal Managers' Current Role

INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT, Issue 1 2006
Caroline Bailey
This longitudinal study investigates whether developmental changes following 360 degree feedback are predicted by the favourability of ratings received, and moderated by focal individuals' self-efficacy and perceived importance of feedback. Five developmental criteria are investigated longitudinally: (i) self-assessments, (ii) line managers' ratings, (iii) amount of developmental activity, (iv) global self-efficacy and (iv) self-efficacy for development. Feedback ratings from certain rater groups predicted changes in ratings, but not changes in self-efficacy or amount of developmental activity. Self-efficacy significantly moderated the feedback,performance association for certain rater groups, but feedback importance did not. Contrary to expectations, the focal individual's initial self-assessment predicted changes in self-efficacy, over the favourability of ratings received. The implications of these findings for organizations using 360 degree feedback for developmental purposes are discussed. [source]

Evaluation of 360 degree feedback ratings: relationships with each other and with performance and selection predictors,

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 7 2001
Terry A. Beehr
Feedback from 360 degree ratings based on competency principles and used for developmental purposes was investigated for interrelationships among the ratings and for its relationships with performance and selection data. Relationships among: (1) feedback ratings from supervisors, peers, and self; (2) feedback ratings and selection test data; and (3) feedback ratings and performance appraisals on about 2000 employees of a Midwestern insurance company were examined. The 360 ratings by peers and managers were related to performance appraisals. All significant correlations of manager and peer ratings with selection tests were positive, but significant correlations of 360 degree self-ratings with selection tests were negative. Copyright © 2001 John Wiley & Sons, Ltd. [source]

DOES PERFORMANCE IMPROVE FOLLOWING MULTISOURCE FEEDBACK?

PERSONNEL PSYCHOLOGY, Issue 1 2005
A THEORETICAL MODEL, AND REVIEW OF EMPIRICAL FINDINGS, META-ANALYSIS
We review evidence showing that multisource feedback ratings are related to other measures of leadership effectiveness and that different rater sources conceptualize performance in a similar manner. We then describe a meta-analysis of 24 longitudinal studies showing that improvement in direct report, peer, and supervisor ratings over time is generally small. We present a theoretical framework and review empirical evidence suggesting performance improvement should be more likely for some feedback recipients than others. Specifically, improvement is most likely to occur when feedback indicates that change is necessary, recipients have a positive feedback orientation, perceive a need to change their behavior, react positively to the feedback, believe change is feasible, set appropriate goals to regulate their behavior, and take actions that lead to skill and performance improvement. [source]

THE DYNAMICS OF SELLER REPUTATION: EVIDENCE FROM EBAY,

THE JOURNAL OF INDUSTRIAL ECONOMICS, Issue 1 2010
LUÍS CABRAL
We construct a panel of eBay seller histories and examine the importance of eBay's reputation mechanism. We find that, when a seller first receives negative feedback, his weekly sales rate drops from a positive 5% to a negative 8%; subsequent negative feedback ratings arrive 25% more rapidly than the first one and don't have nearly as much impact as the first one. We also find that a seller is more likely to exit the lower his reputation is; and that, just before exiting, sellers receive more negative feedback than their lifetime average. [source]